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Management And Labor Relations
Title
Job-Satisfaction and Organizational Commitment in Relation to Work Performance and Turnover Intentions
Authors
Publication Title
Human Relations
Abstract
The differential associations that job satisfaction and organizational commitment have with job performance and turnover intentions were studied in a sample of bank tellers and hospital professionals. Results showed that organizational commitment was more strongly related than job satisfaction with turnover intentions for the tellers, but not for the professionals. Job satisfaction was related more strongly than organizational commitment with supervisory ratings of performance for both samples. The findings suggest that specific job attitudes are more closely associated with task-related out-comes such as performance ratings, whereas global organizational attitudes are more closely associated with organization-related outcomes like turnover intentions.
Repository Citation
Martin, Harry J. and Shore, Lynn McFarlance, "Job-Satisfaction and Organizational Commitment in Relation to Work Performance and Turnover Intentions" (1989). Management And
Labor Relations. 10.
//engagedscholarship.csuohio.edu/busman_lab_facpub/10
Original Citation
Shore, L. M. F., & Martin, H. J. (1989). Job Satisfaction and Organizational Commitment in Relation to Work Performance and Turnover Intentions. Human Relations, 42, 7, 625-638.
DOI
10.1177/001872678904200705
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Abstract
This research focuses on the discussion regarding antecedent variable of transformational leadership with its effect to work performance of the middle-level leaders at the organization of Pelabuhan Indonesia III Inc. The samples used in this study are 30 respondents as 75% of the population. The technique used to collect the data from the respondents is questionnaires to minimize any interpretation differences between respondents and the researcher. Further, analysis model used is structural equation model (SEM) with the basis of theory and concept, from the package of Partial Least Square (PLS) program so that the results are accurate. This study found that transformational leadership has direct significant effect on job satisfaction and organizational commitment. However transformational leadership cannot give significant impact to work performance when it is intervened by the organizational commitment as well as it cannot give direct impact on work performance.
JEL classification
J28
M120
Keywords
Transformational leadership
Employee relation
Organizational commitment
Work performance
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